Management Summary
Our times demand so many drastic changes from organisations and us humans in a relatively short space of time that this is no longer possible in parallel with our everyday lives. This raises the legitimate question for companies: "How do we manage to pick up speed in our change processes without jeopardising day-to-day business and overburdening the organisation?"
The answer is:
- Small steps instead of big projects
- Co-creation instead of top-down
- Recognising progress, not just the final success
How can the speed of change be increased?
Our times demand so many drastic changes from organisations and us humans in a relatively short space of time that this is no longer possible in parallel with our everyday lives. This raises the legitimate question for companies: "How do we manage to pick up speed in our change processes without jeopardising day-to-day business and overburdening the organisation?"
Before I answer the question, let me describe two case studies:
Case study 1: Top-down
Employees are designated to run a marathon. Only a few are up for it. Once they are on the course, the finish is constantly delayed and there are hardly any refreshment stands. There is also a crosswind and it keeps raining. There is also no fan club along the road.
More and more employees slow down or stop, others turn back.
Case study 2: Co-creation
Employees know that they have to cover a total distance of unknown length as a team. However, each of them only needs to cover a self-selected distance in the manner of their choice. The baton is then passed to the next team member.
Employees can travel as many distances as they like. They can choose how they get around: Some employees run, some walk, others cycle, still others come by scooter, etc. Each baton exchange is accompanied by a big round of applause. Crosswinds and rain are quickly forgotten.
What can managers learn from these two examples for managing change processes?
Three success factors for leading change processes can be derived from both examples:
- Small steps instead of big projects
- Co-creation instead of top-down
- Recognising progress, not just the final success
Success factor 1: Small steps instead of big projects
Going through change processes is part of a continuous entrepreneurial development process. There is no end. It is therefore important to divide entrepreneurial development into manageable stages.
- What specific steps will you be taking over the next two weeks in relation to a particular issue?
- Who is taking these steps?
- What does the individual or team need to make progress on the issue?
Success factor 2: Increase willingness to change with "co-creation"
Traditionally, many companies follow a "top-down" approach to change. Management sets the direction, middle management and employees implement it.
However, this approach is not successful in long-term change and development processes. As our 1st case study shows, change is perceived as something that is imposed "from above", and resistance and passivity are often the result.
In order for employees to become change agents in your organisation, their role in the corporate development process must change fundamentally. Successful change is a Co-creation process. Initial questions could be:
- Which everyday problem would you like to solve?
- What developments would you like to drive forward?
- What new idea would you like to realise?
What role do managing directors and managers play in a co-creation process?
In such an approach, managing directors and managers are facilitators of change. What does that mean in concrete terms?
- Scrutinise the plans for change:
- What problem does this solve for us / our customers?
- What opportunities does this open up?
- How can we use the idea to create freedom in our day-to-day business?
- What does the solution have to look like for the necessary investment to amortise within a year?
- Bring about joint decisions: The decision-making process should be organised in such a way that employees and managers are equally involved.
- Ensure that the necessary resources are available.
- Accompany the implementation with solution-focussed questions:
- How do we manage to ...?
- What do we learn from ... ?
- How do we manage to integrate this experience into the realisation of our solution?
- What does it take ...?
It is also up to managers to rule out conflicts of objectives and ensure that there is transparency throughout the organisation about existing change projects.
The importance of the individual "why" in the co-creation approach
Each of us has our own motives, goals and values that drive us. Only if we have the opportunity to mould the "why" into our own ideas and implement them will we drive developments from within ourselves. Change then happens automatically.
How can you as a managing director or manager make the individual why visible?
- Encourage your employees to find and communicate their personal why.
- Promote the personal development of your employees: Knowing, recognising and contributing your own why requires an examination of your own needs. This in turn requires self-confidence.
- Link the why to the business context: "How would you like to be involved in business development?"
Success factor 3: Recognising progress
In times of business challenges and full calendars, recognition often falls by the wayside. It is important not only to recognise defined milestones or final results, but also to acknowledge (small) advances.
This requires a much more conscious perception:
- What has changed in the last four weeks - in terms of the issue and in terms of cooperation?
- What has been achieved?
- What was experienced and learnt?
- How did each individual make this possible?
The more you succeed in recognising and appreciating small steps forward, the more strength you will gain in the change process. The journey becomes the goal.
Conclusion: Speed of change - the journey is the destination
Only when employees have the feeling that change originates from within them and is in line with their personal why will they become drivers of change. Managers who implement this change in their leadership culture will not only make the current transformation process more successful, but will also make their organisation more resilient and agile overall.
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